Course Outline: Operations Management for Services

Course code: OM 506

Credit:3 , Core Course
Area: Operations and Quantitative Method
Program: PGDM-B&FS
Term III Academic Year 2020-21
_______________________________________________________________________
Instructor(s) Name Kuldeep Lamba Click or tap here to
enter text.
Room no. 511 Click or tap here to
enter text.
Email kuldeep.lamba@imi.edu Click or tap here to
enter text.
Phone (Extn no.) 401/ 9711770028 Click or tap here to
enter text.
Meeting Hours On phone or email Click or tap here to
enter text.
______________________________________________________________________
1. COURSE DESCRIPTION

Operations constitute the core functions of adding value to a set of inputs, that make them usable by the
consumers. Operations Management deals with designing, managing, and controlling business processes,
including acquisition and utilization of resources and distribution of goods/services. As global competition
increases, the survival of a firm in the market more largely depends on how well it integrates the operations
into its business model. Thus, it is essential for all business managers to acquire an understanding and
appreciation of operations.

This course is an introduction to the concepts, principles, problems, and practices of operations
management.

2. COURSE OUTCOMES (COs)

After going through the course, the students would be able to:

Course Outcome 1 (CO1): comprehend the importance of operations in organizations and their
relevance to the competitive priorities of the organization

Course Outcome 2 (CO2): Learn key analytical concepts and issues of OM with a focus on service
processes within financial institutions

Course Outcome 3 (CO3): Articulate an appreciation of various fields of OM and be able to utilize the
concepts for improvement in operations of the firm.
 3. MAPPING OF THE PROGRAM OUTCOMES (POs) AND COURSE OUTCOME (COs)

Course Outcomes
(COs)
Program Outcomes (POs)
CO1 CO2 CO3

PO1: Student should be able to write well organized and grammatically correct
business reports and letters.
PO2: Student should be able to make effective oral presentations.

PO3: Student should be able to demonstrate critical thinking skills by ✓ ✓ ✓

understanding the issues with a strong focus on banking and financial services,
evaluating alternatives on the basis of multiple perspectives and presenting a
solution including conclusions and implications
PO4: Student should be able to demonstrate problem solving skills by ✓ ✓ ✓
understanding and defining the problem related particularly to banking and
financial services, analyzing it and solving it by applying appropriate theories,
tools and techniques.
PO5: Student should be able to illustrate the role of responsible leadership in
management.
PO6: Student should be able to identify social concerns and ethical issues in
management.
PO7: Students should be able to identify challenges faced by banks and
financial institutions in the global business environment.
PO8: Student should be able to take decisions in the global business
environment with special focus on banking and financial institutions.

4. PEDAGOGY

Pedagogy would be a combination of lectures, case studies and problem solving. Lecture classes shall
be discussion based and students are expected to read the relevant chapters from the book and any other
reading material provided before they come to the class. Case studies will be discussed which will help
in understanding Operations Management in actual service work situations. Numerical problems are
essential to Operations Management and the students will be required to solve such problems. The
course will be taught as per the session plan given in this document. Students are expected to participate
in the class discussions.

5. COURSE EVALUATION COMPONENTS (CECs)

End-term Examination 40%
Mid-term Examination 30%
Quizzes 10%
Assignments/Group Projects 20%
Total 100%
 6. MAPPING BETWEEN COs, POs and CECs

Course Evaluation Components (CECs)

COs POs
CEC1 CEC2 CEC3 CEC4
CO1 PO3, PO4 ✓ ✓ ✓ ✓
CO2 PO3, PO4 ✓ ✓ ✓ ✓
CO3 PO3, PO4 ✓ ✓ ✓ ✓

7. RESOURCES
7.1 Textbook

• Operations and Supply Chain Management by F. Robert Jacobs, Richard. B. Chase and
Ravi Shankar, McGraw Hill Education, 15th edition

7.2 Reference Books

• Operations Management: Sustainability and Supply Chain Management by Jay Heizer,

Barry Render, Chuck Munson, Amit Sachan, Pearson Publication, 12th Edition

• Operations Management: Strategy & Analysis: Processes and Value Chains, 11th edition,
Lee J. Krajewski, Larry P. Ritzman and Manoj K. Malhotra, Indian Adaptation, 2007 –
Pearson Education, Inc.

7.3 Online References (if any)

Click or tap here to enter text.

8. SESSION PLAN

Session Topic(s) Readings/cases

No.
Introduction to Operations Management Chapter 1 & 2
• Definition and scope
1 • Operations Management as a system
• Product vs. services systems
Caselet: The Faltering Factory
• Components of Operations strategy
Process management
2 • Understanding processes Chapter 7 & 11
• Measuring process performance
• Process analysis and improvement
Case: Kristen’s Cookies
3 Case study discussion
Session Topic(s) Readings/cases
No.
Capacity Planning
• Importance of capacity decisions
• Types of capacities
4 Chapter 5
• Measuring capacity
• Economies of scale and Learning
Curve
• Determining capacity requirements
Case: Shouldice Hospital – A Cut Above
5 Case study discussion
Facility location
• Factors affecting location decisions
• Techniques for deciding on facility
6 Chapter 15
location: Weighted Score Model,
Load distance method, Center of
gravity method, Median method
• Huff Retail Method
Facility layout
• Types of facility layouts: Process Chapter 8
7 layout, Product layout, Cellular layout,
Hybrid layout
• Design of layouts
• Assembly line balancing
Service Processes
• An operational classification of
8 services Chapter 9
• Alternate service designs
• Characteristics of well-designed
service systems
Service processes and Queuing theory
9 • Waiting Line Analysis Chapter 9 and 10
• Waiting Line Models
• Simulating waiting lines
10 Case study discussion Case: • Mobile Blood Donor Clinic

Forecasting Demand for Services

• Causal Models-Regression Models,
11 Chapter 18
Econometric Models
• Time Series Models

Project Management
• What is Project Management
12 Chapter 4
• Work Breakdown Structure
• Project S Curves
• Network Planning Models
Session Topic(s) Readings/cases
No.
13 Time Analysis of a project Case: To be distributed during the course

Inventory Control Fundamentals

• Items with independent demand Chapter 20
14 • Inventory classification
• Inventory Costs
• P and Q-systems
Buffer Stock and Inventory Chapter 20
15
Replenishment Policies
• Concepts and their application
16 Case study discussion Case: Scientific Glass Incorporated

Managing for Quality

• Concept of Quality and Process
17 Capability Chapter 12
• Measurement of Service Quality
• TQM
• Six Sigma

Process Control and Process

18 Improvement Chapter 13
• Statistical Process Control (SPC)
• Control Charts
Case: Deutsche Allgemeinversicherung
19 Case study discussion (An Application of SPC in an insurance
company)
20 Project presentations

9. ACADEMIC INTEGRITY & CLASS RULES

a) Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not
common knowledge, without granting credit to the originator. Plagiarism is unacceptable in IMI
and will invite penalty. Type and extent of penalty will be at the discretion of the concerned faculty.

b) Cheating means using written, verbal or electronic sources of aid during an examination/ quiz/
assignment or providing such assistance to other students (except in cases where it is expressly
permitted by the faculty). It also includes providing false data or references/list of sources which
either do not exist or have not been used, having another individual write your paper or assignment
or purchasing a paper for one’s own submission. Cheating is strictly prohibited at IMI and will
invite penalty as per policies of the Institute.